4
Values, Attitudes, and Moods and Emotions Values – Describe what managers try to achieve through work and how they think they should behave Attitudes – Capture managers’ thoughts and feelings about their specific jobs and organizations. Moods and Emotions – Encompass how managers actually feel when they are managing 3-4

7
Values Norms – Unwritten, informal codes of conduct that prescribe how people should act in particular situations and are considered important by most members of a group or organization. 3-7

8
Values Value System – What a person is striving to achieve in life and how they want to behave 3-8

9
Attitudes – Capture managers’ thoughts and feelings about their specific jobs and organizations. – Job Satisfaction A collection of feelings and beliefs that managers have about their current jobs. – Managers high on job satisfaction have a positive view of their jobs. – Levels of job satisfaction tend increase as managers move up in the hierarchy in an organization. – Figure 3.5, page

10
Attitudes – Organizational Citizenship Behaviors Behaviors that are not required of organizational members but that contribute to and are necessary for organizational efficiency, effectiveness, and competitive advantage 3-10

11
Attitudes Organizational Commitment – The collection of feelings and beliefs that managers have about their organization as a whole 3-11

12
Organizational Commitment Believe in what their organizations are doing Proud of what their organizations stand for More likely to go above and beyond the call of duty Less likely to quit 3-12

13
A Measure of Organizational Commitment 3-13 Figure 3.6 Page 101

14
Moods and Emotions Mood – A feeling or state of mind Positive moods provide excitement, elation, and enthusiasm. Negative moods lead to fear, distress, and nervousness. Figure 3.7, page 103 Emotions – Emotions are more intense than moods – short-lived – usually linked to a specific cause. 3-14

15
Emotional Intelligence – The ability to understand and manage one’s own moods and emotions and the moods and emotions of other people. Helps managers carry out their interpersonal roles of figurehead, leader, and liaison. Figure 3.8, page

16
Emotional Intelligence Managers with a high level of emotional intelligence – are more likely to understand how they are feeling and why – are more able to effectively manage their feelings so that they do not get in the way of effective decision-making 3-16

17
Organizational Culture – The shared set of beliefs, expectations, values, norms, and work routines that influence how individuals, groups, and teams interact with one another and cooperate to achieve organizational goals. 3-17

18
Organizational Culture When organizational members share an intense commitment to cultural values, beliefs, and routines a strong organizational culture exists When members are not committed to a shared set of values, beliefs, and routines, organizational culture is weak 3-18

19
Example - Patagonia Build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis - Patagonia’s mission statement Patagonia donates time, services and 1% of sales to hundreds of environmental groups Employees are encourage to take paid sabbaticals to work with a cause they are passionate about 3-19

20
Organizational Culture Attraction-Selection-Attrition Framework – A model that explains the role that founders’ personal characteristics play in determining organizational culture. Founders of firms tend to hire employees whose personalities that are to their own, which may or may not benefit the organization over the long-term. 3-20

21
Role of Values and Norms Terminal values – signify what an organization and its employees are trying to accomplish Instrumental values – guide the ways in which the organization and its members achieve organizational goals 3-21

22
Role of Values and Norms Managers determine and shape organizational culture through the kinds of values and norms they promote in an organization 3-22